1. A Delegated Management Model to Improve Water Supply Delivery within Informal Settlements: Lessons learned from Nyalenda, Kisumu. Alain MOREL Sr Water and Sanitation Specialist WSP-Africa The World Bank Nairobi, Kenya – AFRICITIES - 18 - 22 September 2006

2. 2 Agenda  What is the problem?  The proposed concept of sub-delegated management  The experience of Nyalenda, Kisumu  Challenges and constraints  Key lessons learned

3. 3 Agenda  What is the problem?  The proposed concept of sub-delegated management  The experience of Nyalenda, Kisumu  Challenges and constraints  Key lessons learned

4. 4 Existing Water Supply Situation  Non-formal spaghetti network.  The company lacks resources and capacity to expand network into the informal settlements.  Numerous illegal connections resulting in unattended leakages and high UFW.  Water is unhygienic due to pipe busts, resulting in high level of water borne diseases.  Mobile meters causing problems in metering and billing. Metered Connections Illegal Connections Spaghetti Network

5. 5 Water contamination risks

6. 6 Unaccounted for Water

8. 8 Agenda  What is the problem?  The proposed concept of sub-delegated management  The experience of Nyalenda, Kisumu  Challenges and constraints  Key lessons learned

9. 9 Sub-delegated management model  Utility sells bulk water to a community private operator  The selected operator acts as agent for utility  Connect customers  Operate subnetwork  Collect revenue  Fixe leaks  Performance-based contract  Profit-making social enterprise  Reduced Tariffs/Fees The proposed concept

10. 600m Utility network Bulk supply, metered Secondary branch Private master operator Household Meter Chambers

11. 11 Expectations  Increase access to safe water  Reduce unaccounted for water (UFW)  Less illegal connections  Less vandalism  Less unattended leakages  Decrease price for the consumer  Increase revenue collection for the utility  Pilot and refine a model for serving the urban poor in a sustainable manner

12. 12 Agenda  What is the problem?  The proposed concept of sub-delegated management  The experience of Nyalenda, Kisumu  Challenges and constraints  Key lessons learned

13. 13 Nyalenda, Kisumu Nyalenda Water Services Coverage

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20. 20 Old Charges Household meter rents150 per month Household meter deposit1800 Household connection fees4000 Cost of water to end consumer2.00 per 20 liter container. Benefits to the consumer All figure in KES New Charges 70 per month 1000 (refundable) 1500 65/m3 i.e. 1.30 per 20 liter container

21. 21 Beneficiaries  60 connections  Majority selling water  Estimated 1,460 people (37% of pop.) accessing water on Lines 1 & 2 (Aug ’06)

22. 22 Beneficiaries  60 connections over 8 months  The connection pace is slow but constant  Average monthly consumption is 30 m3   The consumption per connection is much higher than expected during the project design (4 to 5 times more)  The big majority of connected households are reselling water  One connection serves on average 33 persons  Estimated 2,000 people (50% of pop.) is accessing water through the new system after 8 months operation

23. 23 Agenda  What is the problem?  The proposed concept of sub-delegated management  The experience of Nyalenda, Kisumu  Challenges and constraints  Key lessons learned

24. 24 Challenges and Constraints  Community under informed and unaware of the project  Create larger team within the utility  Subcontract the works  Engage management for stronger supervision  Community consultation  Communication Strategy Workshop  Outreach: Radio, posters, and one- pagers  Development of a marketing campaign  Reduce cost for connection  Develop an OBA mechanism  Set performance targets in the contract  Develop access to microfinance  Poor technical quality of the works  Slow pace for new connections

25. 25  Inadequate applications for master operator position  Start a dialogue with parties  Include illegal connections in the master operator agreement  Enforce penalties for front-line workers  Transfer existing connections to MO line  Extend application preparation time  Include master operator details in the outreach strategy  Reformat MO application form  Guidance for O&M  MO capacity building course  Work on MO financials  Corruption and illegal connections  Unanticipated costs and operational details Challenges and Constraints

26. 26 Agenda  What is the problem?  The proposed concept of sub-delegated management  The experience of Nyalenda, Kisumu  Challenges and constraints  Key lessons learned

27. 27 Project Design Customers  Anticipate need for different levels of service and consumption  Minimize risk at all levels by encouraging prepayments Master Operators  CBO MOs have to clearly identify the operating team  Support MOs through technical & business capacity building Utility  Broaden partnerships with other actors  Consider lengthening duration of MO contracts to increase confidence  Integrate microfinance /OBA component to help connecting Lessons learned

28. 28 Communication  Utility has to create and implement a communication strategy in early stages  Marketing strategy is crucial to build confidence in the new system  Segment target groups  Use opinion leaders  Utility has to set service agreements with MOs  Frequency of communication  Response time Lessons learned

29. 29 Management  Engage front-line staff (i.e. meter readers)  Hard stance on illegal connections/leaky pipes  Provide extra human resource support (esp. in early stages)  Clarify policy for transferring customers  Ensure transparent & fair MO selection  Formalize an MO performance evaluation Lessons learned

30. Thank You !